International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 Job Search behavior model: Examination on Job Search Motivation. Noor Awanis Muslim , University TenagaNasional, Malaysia David Dean and David Cohen, Lincoln University, New Zealand Abstract Today's employees are more career conscious than ever. They are demanding more in terms of personal growth and development. Organizations that fail to allow employees to meet their individual needs will be losing valued employees. Past literature reveals that intrinsic and extrinsic motivation factors are able to generate feelings of happiness amongst employees. Many researchers observe that their happiness lead to good job performance; helping the organization in achieving its goals efficiently and effectively. This is because happiness indicates the increase of employees’ motivation level. Motivation has received great attention from many past researchers. The outcomes from these researches perhaps helping the enhancement of the organization The absence of happiness switch them to search for alternative job. They switch careers to be happier. Failing meeting employees' expectations caused decreasing level of motivation ultimately contribute to increased job dissatisfaction. However, motivating factors vary across employees. This variation exists because the employees have different needs and expectations to achieve. In relation with this reason, this research aims to examine the job motivation factors across supervision level responsibility. The process of digging out the real job motivation factors may help avoid job dissatisfaction and to increase happiness among the potential employees. The findings of this research will contribute theoretically and practically to the job search motivation field. Keywords: job dissatisfaction, job supervision responsibility, motivation to search Introduction The absence of job satisfaction lead individuals to search for a new job [1]. Job search is a way to improve employee‟s employment conditions in one‟s current organization [2]. Previous researches observe that individuals (employees), motivations and job related information are able to influence job search behaviour[3],[4], [5], [6], [7], [8]. Job satisfaction can be definedas “the pleasurable or positive emotional state resulting from the appraisal of one‟s job or job experiences [9]. Many employees respond to searching for mechanisms that allow to increase their satisfaction [5], [6], [7]. However, the lack feeling of job satisfaction probably leads to job search [3], [4], [8]. The lack of job satisfaction is derived from such as factors: unmet expectations due to inaccurate information obtained at entry [10], the absence of person-organization fit: lack of congruence between employees‟ personalities and organization attributes [11] and low salaries offered and difficult working conditions [12]. 273 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 Dissatisfaction varies among employees because of the different values and expectations they have towards their jobs [13] including differs across employees‟ level and occupation [3], [14]. Furthermore, [9] suggests that needs exist regardless of what the employees want and values are subjective, depending on how employees interpret situations. He also highlights that employees have the same basic needs but differ in what they value, which leads to a variation of expectations. He adds that “what the job provides” and “what an employee needs” also contribute to job satisfaction. If the “what job provides” does not fulfill the “what an employee needs”, job dissatisfaction is the likely result. Therefore, employees (individuals) play a role in determine job search behaviour. In relation to the above mentioned, each employees were driven by different motivations in searching for alternative jobs [13], [9]. Motivation can be defined as strong desire and energy to achieve something; a process that guides an individual in generating a good impression on others [15],[16],[17],[18]. For the purpose of current research, job motivation is used and the factors that were involved such as the job itself or the job conditions [19].[20][21],[22]. Literature review Job satisfaction to job dissatisfaction Job satisfaction is a well research topic in such fields as industrial-organisational psychology, social psychology, organisationalbehaviour, personnel and human resource management and organisational management [5][23]. The topic of job satisfaction has attracted worldwide interest due to its ability to explain the attitudes of individuals towards their works. It has also contributed to the understanding of well-being in a society and recently, improving the well-being in a society. For example, [24] focus on related issues such as happiness and economics, job security [25] and job rewards [26]. The issue of employee job satisfaction is a critical factor to any organisation[23][27]. It represents the health of an organisation. This is because the quality of services that are offered by the organisation largely depend on the job satisfaction experienced by employees. Job satisfaction refers to the overall evaluation and the emotions employees have towards work roles they are currently occupying. Definitions of job satisfaction are varied. After reviewing the published works, [9] concluded job satisfaction as “ a pleasurable or positive emotional state resulting from the appraisal of one‟s job or job experiences” (p. 1304). He suggests that the individual‟s reaction reflects both cognition-value discrepancy and value importance. He also adds that the impact of weighting individual‟s response to various job satisfaction factors by value importance would be redundant and unnecessary since importance is already reflected in the responses to job satisfaction factors. Previous research findings suggest that needs, values and expectations of individuals, job characteristics and its context are the determinants of job satisfaction [9][27]. [9 suggests that needs exist regardless of what the employees want and values are subjective, depending on how employees interpret situations. He also highlights that employees have the same basic needs but differ in what they value, which leads to a variation of expectations. He adds that “what the job provides” and “what an employee needs” also contribute to job satisfaction. If the “what job provides” does not fulfill the “what an employee needs”, job dissatisfaction is the likely result. Dissatisfaction varies among employees because of the different values and expectations they have towards their jobs[13]. 274 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 Types of occupations and job satisfaction The previous section shows that employees‟ values and expectations differ depending on the fit between what their job provides and what they need from it. Dissatisfaction also differs across employees‟ level and occupation. For example, managerial staff and engineers are more likely to be dissatisfied with salary and about the job itself, whereas technicians and clerical staff are more likely to be dissatisfied with current working conditions [3][14]. These examples clearly show that staff at different levels of responsibility of job may feel and think differently towards their needs and wants. Unfulfilled needs and wants motivate employees to search for new jobs. [28], reveals that level of satisfaction is varied depending on employees‟ needs and values. His study suggests that white-collar employees are satisfied when their intrinsic rewards are fulfilled as compared to bluecollar employees who are more satisfied when their extrinsic rewards are fulfilled. He also adds that the level of education tends to influence the level of satisfaction. [29], explains that education is the one most important factor that influences employees‟ aspiration in their work process. The more education a person has received, the greater the need for control and creativity. Besides education, intelligence, personality and occupation itself are important factors that influence employees‟ aspiration. Furthermore, he notes that white-collar and professional work involves more variety, control, purpose and responsibility than blue collar. [30], examine job satisfaction with the teaching profession. They found that factors that influence job satisfaction amongst teachers dominated by school context such as value consonance, supervisory support, relations with colleagues, relations with students‟parents, time pressure and discipline problems. Job context play a role in providing satisfaction to this group. Motivations Many contemporary authors have also defined the concept of motivation. Motivation has been defined as: the psychological process that gives behaviour purpose and direction [15]; a predisposition to behave in a purposive manner to achieve specific, unmet needs [16]; an internal drive to satisfy an unsatisfied need [31]; the will to achieve [32]; and including the recent one below. For example, [17] divided the definition of motivation into three parts: (1) dealing with the drive or energy behind individual (s) action, as individuals are guided by their interest in making a good impression on others, doing interesting work and being successful in what they do, (2) referring to the choice people make and the direction their behaviour takes, (3) dealing with maintaining behaviour and clearly defining how individuals persist at attempting to meet their goals. Within this paper, motivation is operationally defined as the inner force that drives individuals to accomplish personal and organizational goals. [18]Defines motivation as “a person‟s active participation and commitment to achieve the prescribed results.” This means that motivation is important for organisations to function well; without motivation, employees could not offer their best resulting in the company‟s performance being less efficient. Previous definitions seem relevant for work motivation but did not clearly address the definition of work motivation; and with [33], psychological processes cause the stimulation, direction and perseverance of voluntary actions that are goal targeted. Intrinsic and Extrinsic motivation Based on [34], intrinsic motivation is known as an important construct in motivating people to do a particular job; however, extrinsic motivation is seen as an external control reflection or true self-regulation. It is 275 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 obvious from this that both types of motivation a motive for basic human needs for autonomy, competence and relatedness. In most prior research, findings used different job types or job level as a subject in measuring intrinsic or extrinsic motivation. For example, [3] reveals that engineers are happy with job intrinsic, while assemblers with job extrinsic. Similarly with [35], a higher ranking technical employee preferred intrinsic values compared to lower ranking of technical employees who responded to extrinsic motivation. In contrast, [36], found that both levels of accountants treat intrinsic and extrinsic motivation the same way when measuring their level of motivation towards job satisfaction and job performance. Therefore, the argument here is that it cannot be generalised that intrinsic motivation is applicable to employees of the upper level and extrinsic motivation for the lower level. Research method A self-administered questionnaire was developed. The target population of this study was the employees of electricity provider during 2 months survey period. A random sampling was applied. The questionnaire is used in this study. Not only the right question are asked, but also that the respondents are understood and asked in the right way. This is because any imperfections will result in poor quality data such as measurement errors and possibly biases. The questionnaire consisted of the following major sections: questions relating to the employees‟ background and questions that measured Job Search Motivation factors. Research variable: Employees’ background Most studies of employee background using „type of job title‟ and „job level‟ (for example, [3],[37],[38],[39],[28],[40],[41],[35],[42],[43],[44], as a measurement scale to examine the relationship between the employees‟ background and the constructs in job search research. Job titles are used by employers to categorize positions in their organization. When employers post jobs, the job posting will include a job title. A job title is a brief description of the responsibilities of the position, the level of the job, or both. For example, [3] had used engineers and assemblers (high vs low level group) as his type of job title in his research. Therefore, in this research‟s questionnaire, employees‟ background was asked in demographic section. The question is including Job Title. Next, the level of Job Supervision Responsibility also were asked in the questionnaire. Research variable: Job search motivation factors There are variety ways of using motivational factors in previous job satisfaction literature. For example, 1) [45] uses motivational and hygiene factors as measuring the impact of motivation towards satisfaction. Motivational factors regarding factors that are derived from inside of the job itself, meanwhile, hygiene factors referring to factors outside of job itself. 2) Some prior research has had treated motivation factors in terms of extrinsic (external) and intrinsic (internal) (for example, [46],[7],[36],[47]. In relation with the above discussion, Job Search Motivation factors are about factors that concern of the internal and external of the job itself. Thus, this research has divided job search motivation factors into three sections; Salary, Current Working Conditions and Job Itself. 276 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 In this research questionnaire, salary is reviewed in terms of good salary, better salary and satisfied salary. It been reviewed to see how it able to influence employees motivation in searching for alternative employment. Current working conditions referring to outside factors of the job itself such as supervision, interpersonal relationship, company policy and working conditions. It examines the perspective of employees in identifying their job search motivation factors. Finally, job itself also been used to complete current research analysis. Job itself is evaluated in terms of responsibility, recognition, achievement, advancement and nature of the job. It is measured to see the employees' perspective towards behaviour of information seeking. The degree of consensus has been asked in order to evaluate the employees' perspective towards behaviour of information seeking. The degree of consensus is examined with Likert scales ranging from strongly not agree to strongly agree. Analysis This study employed survey in data collection. The questionnaire used Likert scale and categorical measurement. This data represents quantitative data. Therefore quantitative analysis is employed for this study. This study begins with reliability test in order to ensure that all the variables used are reliable and valid. This is important before proceeding with next data analysis in answering the research hypothesis. Bivariate correlation analysis is used in this study because it provides an objective and systematic way to analyze data. As consequences, results based on correlation are less likely to be subject to bias, they are consistent, the basis for the decisions can be fully explained and they are generally useful. The gains are especially well documented when compared to judgmental decisions [48],[49]. In this analysis, Pearson Correlation (r), was used in order to assess the quantitative variables are linearly related in a sample. On top of that, Pearson Correlation (r) is used because each case have scores on two quantitative variables (for example, continuous variables measured on the interval or ratio scales). The significance test for r evaluates whether there is a linear relationship between the two variables in the population. The appropriate correlation coefficient depends on the scales of measurement of the two variables being correlated. Findings Examine job search motivation factors Table 1 illustrates the mean comparison on motivation for job search. These were compared between levels of Job Supervision Responsibilities. It shows that the most influential factor that motivate employees to search for an alternative job was Current Working Conditions, followed by Salary and finally Job Itself. Table 1: Mean Job Search Motivation factor and Job Supervision Responsibilities Job Supervision Mean Standard deviation 1 Responsibility Salary CWC Job Salary CWC itself No responsibility 3.69 3.94 3.73 0.70 0.48 Guided 4.11 4.14 4.12 0.78 0.51 Supervise 4.21 4.17 4.12 0.70 0.44 Plan and Supervise 4.38 4.35 4.34 0.67 0.51 Total 4.05 4.12 4.04 0.76 0.50 1 Current Working Condition 277 Job itself 0.52 0.66 0.47 0.59 0.61 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 Table 1 shows that Current Working Condition plays a role in influencing employees to search for alternative employment. It indicates that it is important for employees to have comfortable working conditions, a good relationship with supervisors and peers and with a secured company policy. The fact that there is only a minor mean difference between Salary, Current Working Condition and Job Itself; but it still can be considered as useful information for an organisation when dealing with employees‟ Job Search Motivation issues. Examine the background of employees with respect to level of Job Supervision Responsibility in identifying its relationship with Job Search Motivation Factors As mentioned above, to see the comparison between levels of Job Supervision Responsibility towards Job Search Motivation Factor, three hypotheses were tested. The result is shown in Table 2. For this particular analysis, Job Search Motivation factors refer to Salary, Current Working Condition and Job Itself were tested to see whether they support or otherwise H12, H23 and H34. Table 2: Correlations between job supervision responsibility and job search motivation factors Pearson‟s correlation coefficient Salary (H1) Current working condition (H2) Job itself (H3) .309** .235 .294 ** Correlation is significant at the 0.01 level For Hypothesis 1, the result shows that there is a correlation between Salary and Job Supervision Responsibility. The relationship was highly significant (p=0.000). The result supports Hypothesis 1. It shows that the higher the level of Job Supervision Responsibility is the stronger the salary is as a motivator for seeking a new job. The result was not supported for the Hypothesis 2. The correlation coefficient for this relationship was positive and significant (0.235), however, it was tested as a predicted negative. Therefore Hypothesis 2 was rejected. Finally, for Hypothesis 3, the direction of the correlations was significant and positive. The correlation bivariate also was conducted for each item of Job itself towards supervision responsibility (see Table 3). The result for each item was highly significant and positive. This overall supports hypothesis 3. This indicated that those employees who held higher Job Supervision Responsibilities will strongly consider the nature of job when seeking new employment, thus supporting Hypothesis 3. 2 The higher the level of responsibility of the job seeker is in his current position, the stronger the Salary is as a motivator for seeking a new job. 3 The lower the level of responsibility of the job seeker is in his current position, the stronger the Current Working Condition is as a motivator for seeking a new job. 4 The higher the level of responsibility of the job seeker is in his current position, the greater the Job Itself is as a motivator for seeking a new job. 278 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 Table 3: Correlations for relationship between each item in job itself and supervision responsibility Responsibility Supervision .190** responsibility Recognition Job itself Achievement .338** .369** Advancement Nature of job .124* .2778* ** Correlation is significant at the 0.01 level *Correlation is significant at the 0.05 level Given the above results, this research aims to illustrate the variance between the levels of Job Supervision Responsibility towards Job Search Motivation Factors. Hence, multiple comparisons were conducted in order to look at the variance in relationship between salary and job supervision responsibility. A post-hoc LSD5 revealed employees holding No Supervision responsibility only differed significantly from other Job Supervision Responsibility. See Table 4, 5 and 6. Table 4: Multiple comparisons for Salary (I) JS R6 (J) JSR Mean Std. Difference Error (I-J) Sig (II) LSD No responsibility Guided Supervise 5 6 Guided Supervise Plan & Supervise Supervise Plan & Supervise Plan & Supervise 95% Confidence Interval -.42092 -.51509 -.69186 .10530 .12199 .15162 .000 .000 .000 Lower Bound -.6281 -.7552 -.9902 -.09417 -.27094 .11146 .14328 .399 .060 -.3135 -.5529 .1252 .0110 -.17677 .15595 .258 -.4837 .1301 LSD = Least Significant Difference JSR = Job Supervision Responsibility 279 Upper Bound -.2137 -.2750 -.3935 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 Table 5: Multiple comparisons for Current Working Condition (I) LSD JS R7 No responsibility Guided Supervise (J) JSR Mean Std. Difference Error (I-J) Sig Guided Supervise Plan & Supervise Supervise Plan & Supervise Plan & Supervise -.19938 -.23814 -.41367 .07036 .08150 .10130 .005 .004 .000 95% Confidence Interval Lower Upper Bound Bound -.3378 -.0609 -.3985 -.0777 -.6130 -.2143 -.03876 -.21429 .07447 .09573 .603 .026 -.1853 -.4027 .1078 -.0259 -.17553 .10420 .093 -.3806 .0295 Table 6: Multiple comparisons for Job Itself (I) LSD JS R No responsibility Guided Supervise (J) JSR Mean Std. Difference Error (I-J) Sig Guided Supervise Plan & Supervise Supervise Plan & Supervise Plan & Supervise -.39723 -.38951 -.69406 .08368 .09694 .12049 .000 .000 .000 95% Confidence Interval Lower Upper Bound Bound -.5619 -.2326 -.5803 -.1987 -.8512 -.3770 -.00772 -.21684 .08857 .11386 .931 .058 -.1666 -.4409 .1820 .0072 -.22455 .12393 .071 -.4684 .0193 A summary of findings Hypothesis 1, 2 and 3 were developed to answer the research objective. The objective is to examine the background of employees with respect to level of Job Supervision Responsibility in identifying its relationship with Job Search Motivation Factors. From the findings, Hypothesis 1, 2 and 3, apparently show that when searching for a new job, high level of Job Supervision Responsibility is influenced by Salary, Current Working Condition and Job Itself. This research presumes that there is a difference between levels of Job Supervision 7 JSR = Job Supervision Responsibility 280 International journal of Science Commerce and Humanities Volume No 2 No 4 May 2014 Responsibility towards Job Search Motivation Factors when the search is on for a new opportunity employment. Table 7 illustrates the answer for Research Objective. Table 7: Summary of Research Objective two Examination of levels of Job Supervision Responsibility towards Job Search Motivation factor High level of Job Supervision Responsibility are motivated with Salary, Current Working Conditions and Job Itself in new job seeking. Discussion and conclusion Within Job Search Motivation, the current research suggests that three different needs of employees are involved. The first set of needs is the built-in drive to counter challenges from the environment. Thus, within the industrial setting, this means current working conditions. For example, an uncomfortable working place makes it necessary to find a better environment this in turn becomes the specific drive. The second set of needs is monetary based. For instance, having an outstanding debt makes earning money a necessity. Money thus becomes the identified drive. The final set of needs relates to unique job characteristic that is directly related to job content. For example, an individual who wants to experience growth in his job makes it his motivation to expand his job scope. This need thus becomes the specific drive. Current findings agree with the initial Motivation Theory by Herzberg (1956). This research has further broken down the two needs discovered. Between Current Working Conditions, Salary and the Job Itself, the findings discovered that Current Working Conditions was the most influential factor that motivates employee to search for alternative employment from the perspective of Job Supervision Responsibility. Based on this, the employees are therefore more concerned with having a secured and comfortable working environment before they consider the Salary and the Job Itself. This suggestion agrees with [50],[51] and [52]. If employees are secured in their working environment it will help in generating true motivation. True motivation is an essential factor in achieving success for the organization. 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